fiskars business transformation when you don’t know what you don’t...

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Marko Honkanen, Program Director, Fiskars

14th November 2013

When you don’t know what you don’t know Business Transformation Executive Keynote


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Setting the scene


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So what does he know about not knowing

what you don’t know?


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We just started our 365th year of business


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Towards an integrated consumer goods company


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Execute Fiskars operating model transformation


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Symptoms


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How do you know when you are potentially not knowing?

• Setting and tracking targets seems difficult

• Identifying and agreeing the key people is a challenge

• Planning and taking decisions seems like a never-ending iteration

• When decisions are taken, it is sometimes very unclear who has taken them


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One of the ”autopilot” cycles

Too busy

No time to learn

No change


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A business example – so why are the scissors orange?


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At the end, it might only be that one single piece of

information that you would require to know – but which one?

Page

11 Company confidential


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How to make the right decisions

• Not based on perception (”It does not look like a phone”)

• Try it in practise, until reality proves you otherwise (Conceptual vs practical)

• How many of the current people will truly reinforce a new, unknown model?

• Remember, transformation will be used as an excuse


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So you just go with the flow then?


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Even when you don’t know it all, some keys for success

• ”Tehtävä kirkkaana mielessä” – what and why are we doing?

• ”Sisu” – strength of will, determination, perseverance; taking action against

the odds and displaying courage and resoluteness; deciding on a course of

action and then sticking to that decision against repeated failures*

• Executive level commitment, ability to make tough decisions and show

leadership in their respective organizations

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*http://en.wikipedia.org/wiki/Sisu


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Personal learnings and observations

• We know what it means when transformation is ”complete” – or at least,

whose perception of this are we trying to fulfill? Can you measure ”before”

and ”after”?

• Take the decision as soon as you start feeling one might be needed.

• Your former ”enemies” might be your best allies – and do not build hero

culture

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You don’t know what you don’t know

Page

16 Company confidential


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Fiskars Q3 interim report 2013

18/11/2013 Page

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Fiskars’ President and CEO, Kari Kauniskangas:

“The good performance in the third quarter is the result of a joint effort

across the whole organization. The clarity of our common direction and

unrelenting focus paid off in the form of operational efficiency and

controlled cost levels. This enabled us to deliver a clear increase in

operating profit excluding non-recurring items while our structural

evolution continued with changes in the supply chain and the single

biggest system implementation of our five-year investment program.”


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Two key messages:

1) What happens, when we are not here anymore?

2) Control the things that you know and can control

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So what am I doing where?


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Marko M. Honkanen

Mobile: +35850 555 0182

Email: [email protected]

www.fiskarsgroup.com

http://www.linkedin.com/pub/marko-m-honkanen/2/666/333

Personal DeepLead® development motto: “Mind the gap” (meaning – not too far away from my team and from our stakeholders)

mailto:%C2%[email protected]

http://www.fiskarsgroup.com/






fiskars business transformation when you don’t know what you don’t...

Technology

internal use only18112013page

dont know2013 software

internal use onlyno

tough decisions

right decisions

company confidentialpage

key people

current people